scholarly journals DYNAMIC CAPABILITIES IN THE CREATIVE ARTS INDUSTRY

2019 ◽  
Vol 10 (2) ◽  
pp. 223-234
Author(s):  
Ghia Ghaida Kanita ◽  
Resa Respati
Keyword(s):  
Dynamic Capabilities ◽  
Added Value ◽  
Creative Industry ◽  
Creative Arts ◽  
Sustainable Competitive Advantage ◽  
Environmental Sensing ◽  
Organizational Flexibility ◽  
Testing Strategies ◽  
Or Organization ◽  
A Company

Abstract.  Dynamic ability is a form of knowledge that can create values for the company both with the results of innovation and transformation from input to output in order to produce sustainable competitive advantage. The purpose of this research is to know about what factors influence dynamic capabilities of a company or organization. In this study, more than that, what affects the dynamic capabilities in industries in Bandung. Creative industry is a collection of information related to information and information. Creative industry is an economic activity that produces added value from the art side. The creative arts industry is already boooming in Indonesia. Therefore, the author wants to learn about the dynamic capabilities that exist in the creative arts industry in Bandung. Things to look for are components such as environmental sensing capabilities, change capabilities and upgrades, technological flexibility capabilities, and organizational flexibility. Putri Pamayang Dance Studio is a dance studio in Bandung. This study uses a research-based design or Design Based Research (DBR). Based on the results of the study, the steps adopted by the Putri Pamayang Dance Studio are related to variation strategies, market testing strategies, development and development, backward integration, horizontal integration.Keywords. dynamic capabilities, sustainable competitive, environmental sensing capabilities, change and renewal capabilities, flexibility technology capabilities, and organizational flexibility.

scholarly journals Strategy Design Method Based on Corporate Learning System

2020 ◽  
Vol 19 (2) ◽  
pp. 119-124
Author(s):  
A. V. Kavaliou ◽  
A. V. Hromava
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Design Method ◽  
Learning System ◽  
Organizational Capabilities ◽  
Sustainable Competitive Advantage ◽  
Corporate Learning ◽  
Strategy Design ◽  
A Company

The paper proposes a method for a strategy design that corresponds to concept of dynamic capabilities. The advan-tages and disadvantages of the methods of strategy design used by various schools of strategic management are demonstrated. The authors postulate inconsistency between a new stage of scientific knowledge and the related technique of strategic analysis and strategy design methods. The purpose of the article is to develop a method for creation a strategy based on a learning system as a key element of a competitive advantage in the concept of dynamic abilities. The method compares favorably with approaches based on the analysis of the external environment, which have a methodological contradiction, since such a stra-tegy is available to all market actors, and it is easy to repeat it. Unlike the methods of the “basic” resource concept, the proposed one allows you to expand an approach to design a strategy precisely from the standpoint of strategic actions in relation to the resources, capabilities, and competencies of the company, which can be combined into clusters that provide a syner-gistic effect. The long-term horizon of the strategy invariably requires the inclusion of corporate learning system as a gene-rator  of  organizational  capabilities into the various clusters.  It has been noted  that the speed of  reaction to changes which is required in a contemporary competitive environment puts forward a corporate learning system as a key competency of a company. The method corresponding to the concept of dynamic capabilities creates the possibility of developing a strategy based on a corporate learning system and provides a dynamic sustainable competitive advantage.

scholarly journals Riau Regional Water Police Personnel Transfer Information System

2021 ◽  
Vol 25 (1) ◽  
pp. 614
Author(s):  
Fitri Ayu ◽  
Muhammad Giatman ◽  
Lela Sari ◽  
M Riski
Keyword(s):  
Information System ◽  
Added Value ◽  
Individual Property ◽  
File Storage ◽  
Administrative Personnel ◽  
Police Personnel ◽  
The Right ◽  
Or Organization ◽  
A Company ◽  
Regional Water

In each agency or police organization, they often carry out a series of placement or transfer activities. Movements in a company or organization are made for certain interests of the company or its individual property. In this case, many members of the Riau Regional Water Police filed a transfer so that Pol Airut had difficulty determining which members had the right to be transferred. Currently the development of technology is very fast, computers are used not only as data processing but also as a solution to solving problems in various fields of science, one of which is the Riau Regional Water Police Transfer Information System. This system has added value in determining the transfer of members of the Riau Regional Water Police, because it can determine the transfer of members quickly, precisely and efficiently. Where previously the transfer process at the Riau Airut Police was only done manually where when filling in the data for the prospective transfer form, it needed a lot of space for file storage when data was needed, the administrative personnel had to find paper by unloading the pile of paper, of course this way of selling work becomes longer and inefficient.

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

scholarly journals The Impact of Dynamic Capabilities on Sustainable Competitive Advantage in the Pharmaceutical Sector in Egypt

2017 ◽  
Vol 6 (2) ◽  
pp. 1
Author(s):  
Albert Naiem Naguib ◽  
Eahab Elsaid ◽  
Abdel Moneim Elsaid
Keyword(s):  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Secondary Data ◽  
Primary Data ◽  
Sustainable Competitive Advantage ◽  
Firm Characteristics ◽  
Pharmaceutical Sector ◽  
Chi Square ◽  
Pharmaceutical Firms ◽  
The Impact

This study examines the relationship between dynamic capabilities (experience, routine, skills, firm characteristics, knowledge and technology) and competitive advantage sustainability in the Egyptian pharmaceutical sector. The data was collected using primary and secondary data sources. Primary data was collected from questionnaires distributed to 160 top managers in 20 pharmaceutical firms. The secondary data about pharmaceutical firms like rankings, revenues and market share was collected from external sources such as Intercontinental Marketing Service (IMS). The questionnaires examine six independent variables based on a five-scale Likert scale. The methodology used in the study is non-probability sampling (judgmental sampling), Cronbach’s alpha reliability coefficient and Chi-square tests. The results support the notion that there is a significant relationship between four of the six dynamic capabilities (experience, skills, firm characteristics and knowledge) and the competitive advantage sustainability for pharmaceutical firms in Egypt. Designing the questionnaire and formulating the questions to target the required field was challenging, given that the topic is dynamic and the business scene in Egypt has witnessed drastic political changes since January 2011. The study should assist pharmaceutical companies in Egypt in directing their investments properly and in determining the weaknesses in their dynamic capabilities that need to be addressed.

Dynamic capabilities in the “new normal”: a study of organizational flexibility, integration and agility in the Peruvian coffee supply chain

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Edgar Ramos ◽  
Andrea S. Patrucco ◽  
Melissa Chavez
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Food Supply ◽  
Dynamic Capabilities ◽  
Partial Least Square ◽  
Least Square ◽  
Supply Chain Performance ◽  
Organizational Flexibility ◽  
Content Type ◽  
Food Supply Chains

Purpose Considering the unprecedented supply chain disruptions due to the COVID-19 pandemic, especially in the agri-food sector, the possession of dynamic capabilities (DCs) – particularly, the need for higher agility – seems to be the key to survival in highly uncertain environments. This study aims to use the dynamic capability view (DCV) theory to analyze how three key supply chain capabilities – organizational flexibility, integration and agility – should be combined to obtain the desired supply chain performance. Design/methodology/approach The authors designed a conceptual model in which the relationships between these three key capabilities and supply chain performance were hypothesized. The model was first tested through partial least square regression using survey data collected from 98 members of the Peruvian coffee supply chain. A fuzzy-set qualitative comparative analysis (fsQCA) was conducted to uncover how DCs could be combined in successful supply chain configurations. Findings The authors show that organizational flexibility is a driver of higher agility in agri-food supply chains, together with external and internal supply chain integration, that have a direct impact on agility, which positively affects supply chain performance. Higher levels of supply chain agility are necessary but insufficient to guarantee high performance, as sufficiency is reached when both integration (internal and/or external) and agility are present. Originality/value This study represents a pioneering attempt to apply the DCV theory to agri-food supply chains – characterized by many sources of uncertainty. All the DCs are included within the same model and the joint use of PLS regression and fsQCA provides evidence about the relationships between DCs and how they can empower agri-food supply to obtain the desired performance.

scholarly journals COVID-19 AND THE DIGITAL TRANSFORMATION OF EDUCATION: THE CASE OF LATVIA AND LITHUANIA

2021 ◽  
Vol 5 ◽  
pp. 221-231
Author(s):  
Sandra Trinkūnienė ◽  
Loreta Juskaite
Keyword(s):  
Educational Outcomes ◽  
Dynamic Capabilities ◽  
Digital Transformation ◽  
Added Value ◽  
Digital Competence ◽  
Education Outcomes ◽  
Rapid Changes ◽  
Digital Skills ◽  
Learning Institutions ◽  
Positive Effect

Educational ecosystem is facing rapid changes due emerging technologies and their rapid penetration to daily use. When the COVID-19 pandemic emerged, it only accelerated many of these trends. Nevertheless, some education systems have been able to adapt to the changing situation and digital transformation more easily than others. Digital competence is essential for learning, work and active participation in society in digital transformation context. Given the pressure of change on existing learning institutions and learning models, ICT offers broad opportunities for developing a different view. In order for digital education actors to adapt to the digital transformation in the education sector, they also need to have the skills needed to use technology effectively. However, there is a lack of computer and technological literacy. In Latvia and Lithuania, about one in three workers has limited or no digital skills, and most STEM vacancies remain unfilled because workers do not have the necessary competencies and are not inclined to study or retrain. The aim of the study is to assess the effect of dynamic capabilities for added value educational outcomes during COVID-19 recession. The results of the study revealed that dynamic capabilities have a direct positive effect on value based education outcomes.  

scholarly journals Impact of Social Responsibility on the Quality of Company Governance

2019 ◽  
Vol 65 (2) ◽  
pp. 21-29
Author(s):  
Ana Jurić ◽  
Aleksandra Zupanc ◽  
Tjaša Štrukelj
Keyword(s):  
Social Responsibility ◽  
Limited Liability ◽  
Added Value ◽  
Socially Responsible ◽  
Company Governance ◽  
Research Findings ◽  
Definition Of ◽  
A Company

AbstractThe central aim of the article is company governance, i.e., researching governance of a company that does not want to be only financially successful but also direct its governance toward socially responsible governance. The article begins with the definition of “theoretical backgrounds,” in which social responsibility in regard to company governance improvement in quality is explained. The article then focuses on the measurement of the quality of company governance; in the research, the selected tool chosen to evaluate the governance of the chosen company regarding social responsibility, i.e., SEECGAN index, is used. Further, the case study of a Slovenian public limited liability company is used. One of the important research findings is the recognition that the addressed part of the SEECGAN index needs to be innovated and further developed. Additional questions for the completion of the index used presents the added value of the article. This article has two limitations: 1) it focuses only on the tool chosen to evaluate the governance of the chosen company regarding social responsibility; 2) the case study is based on publicly accessible data.

scholarly journals Evaluation of International Competitiveness

Ekonomika ◽  
2004 ◽  
Vol 68 ◽  
Author(s):  
Gediminas Ramanauskas
Keyword(s):  
International Competitiveness ◽  
International Level ◽  
Successful Performance ◽  
Common Definition ◽  
Country Level ◽  
Level 3 ◽  
Cross Country ◽  
Definition Of ◽  
Or Organization ◽  
A Company

Competitiveness can be defined in a number of ways. We can think of it as of a successful performance of a company or organization; or we may talk about competitiveness in a macro context such as a favourable exchange rate of a national currency. Can we also talk about competitiveness of a nation? What is it and how can it be evaluated?There does not seem to be a common definition of what the international competitiveness of nations is. Some feel that the very notion of international competitiveness of nations is unfair and unacceptable. They argue that the nations themselves do not compete, their enterprises do. For others the notion of international competitiveness of nations is fair. They believe that creating appropriate measures of international competitiveness is central for tracking and understanding the sources of competitiveness of countries.In this paper I classify and compare the measures developed by various authors. I suggest that the studies on the measurement of competitiveness can be classified into five groups:1. Particular sector studies.2. Competitiveness studies at the regional / country level.3. Particular competitiveness indicator studies.4. Competitiveness studies at an international level.5. Cross-country economic policy studies.Since the competitiveness studies serve a different audience and purpose, we cannot discuss which is best without first asking: best at what?

scholarly journals Processes and organizational innovation for small businesses

2019 ◽  
Vol 34 (62) ◽  
pp. 82-93
Author(s):  
Joaquim Jose Carvalho Proença ◽  
Fernando Jiménez Sáez
Keyword(s):  
Small Businesses ◽  
Dynamic Capabilities ◽  
Design Thinking ◽  
Organizational Innovation ◽  
User Innovation ◽  
Value Proposition ◽  
End User ◽  
Collaborative Processes ◽  
A Company ◽  
Innovation Processes

Dynamic capabilities to innovate can be acquired regardless of the size of a company, but this requires that users participating in innovation processes be identified (value proposition segments) and the way organizations interact with these users be understood (processes). Small businesses can innovate with fewer financial and human resources using Customer Discovery, environment scanning, immersion, customer journey mapping, Customer Validation with validation of ideas and solutions in dynamic group sessions, Gamification, Design Thinking and prototyping workshops. The methodology used herein is that of literature review in the areas of process, products and dynamic capabilities innovation of companies. The objective of this research is to explore innovative processes that take into account and involve greater user collaboration that small businesses can exploit, which are targeted at the end user. Innovation does not have to be uncertain or expensive and can be developed through organizational innovation and innovation of collaborative processes with users.

scholarly journals The Theoretical Embedding Of Born Globals: Challenging Existing Internationalization Theories

2014 ◽  
Vol 14 (1) ◽  
pp. 39
Author(s):  
Ricarda B. Bouncken ◽  
Felix Schuessler ◽  
Sascha Kraus
Keyword(s):  
Competitive Advantage ◽  
Underlying Mechanism ◽  
Learning Processes ◽  
Sustainable Competitive Advantage ◽  
Born Globals ◽  
Resource Based View ◽  
Knowledge Based ◽  
A Company

This article examines the embedding of the phenomenon of Born Globals into three existing theories of the firm. The model of Born Globals deals with young companies that begin shortly after their foundation to internationalize. The Uppsala Internationalization Model helps to delimit the concept of Born Globals from existing internationalization models and to highlight their special features. The resource-based view takes up the integration of knowledge as the key resource of Born Globals and explains the underlying mechanism with which a company achieves a sustainable competitive advantage from a bundle of resources. The knowledge-based view is concerned with the generation of knowledge and explains the learning processes that are performed by the entrepreneur. A recurring theme could be identified and contains the following elements which interconnect the three theories of the firm with the concept of Born Globals - knowledge as a key resource, learning, and integration of knowledge into organizations.

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